To create a compelling value proposition, go beyond your immediate client and analyze the needs of their end customers. This downstream focus helps you identify gaps and opportunities your client may not even be aware of, solidifying your value and leading to new revenue streams.
Post-M&A, salespeople are often overwhelmed by new products. Instead of trying to learn every feature, conduct a "listening tour" with customers. Understand their unique definitions of value, as what's important to one is irrelevant to another, even if they look similar on paper.
To protect and grow key accounts, create a formula linking the number of strong relationships to the revenue at stake (e.g., one contact per $500k of business). This strategic multi-threading mitigates the risk of losing a single point of contact and systematically uncovers more expansion opportunities.
Complex internal processes like credit applications can kill deals. While salespeople can't change the back-office system, they can act as a concierge for the customer. Proactively guide them, manage expectations, and coordinate between departments to prevent frustration and abandonment.
To build a powerful referral engine, shift your mindset from asking to giving. By providing valuable referrals to your clients long before you ask for one, you demonstrate a genuine investment in their success. This builds deep loyalty and makes it a natural extension for them to reciprocate.
After an acquisition, don't try to learn and sell the entire new product catalog at once. This leads to overwhelm. Instead, select a small, relevant batch of products (e.g., five) to focus on for a set period, then rotate to a new batch. This creates a manageable, step-by-step learning process.